CEO polychronicity and SME internationalization

Purpose This study, leveraging the upper echelon and social network theories, aims to explore the association between chief executive officers (CEO's) polychronicity and small and medium size enterprises (SMEs') international performance under the complete mediation effect of social networks. The paper explores this relationship under the moderation effect of CEO perceived time pressure and synchrony preference. Design/methodology/approach The paper investigates a moderated mediating relationship based on a sample of 186 UK firms. Findings The findings of this study suggest that social network fully mediates the CEO polychronicity and firm international performance relationship. Furthermore, CEO perceived time pressure moderates the social network and SME international performance relationship such that it reduces the positive indirect association between CEO polychronicity and SME international performance. CEO synchrony preference, on the contrary, enhances the positive indirect association between CEO polychronicity and SME performance. Originality/value Extant research suggests SMEs having a more robust set of organizational capabilities helps them network and avail foreign market knowledge. However, research exploring antecedents of this organizational capability is scant.